Compared to other industries, the automotive industry has the greatest advantage in terms of experience as it has been the "fastest" to adopt digital transformation. We have therefore asked executives in the automotive sector about the topics of leadership, culture, organization, processes and technology as part of our global study "Digital Gravity".
(April 2019)Download Explore
A reality check for today’s C-suite on Industry 4.0
Industry 4.0 (i4.0) is a historic paradigm shift that has the remarkable potential to catapult manufacturing into the next generation. But true progress remains limited. Bold digital transformation is being thwarted by familiar roadblocks - including a lack of leadership and strategic direction, confusion, fear of disruption, ROI uncertainties and more. KPMG's latest report - A reality check for today's C-suite on Industry 4.0 - examines what some firms are doing right and what many others must do better to manage the most-complex business challenge to emerge in generations. CEOs and their organizations need to pursue an informed, strategic, value-based approach to Industry 4.0.
Me, my life, my wallet
As consumers, our choices have always been influenced and governed by multiple factors, but in today’s world this has become even more complex and subject to disruption than ever before. This motivated us to develop a framework designed to help identify what consumers value in an experience, understand which moments matter to them, get smarter about the connections that contextualize their lives, and learn about the trade-offs they make regarding time and money.
Autonomy delivers: An oncoming revolution in the movement of goods
In last year’s white paper, Islands of Autonomy, we described how autonomous vehicles would transform consumer mobility on the islands – those urban areas where population density, available technology and the regulatory environment accelerate the adoption of autonomous measures. Consumer mobility, however, is only half the story in regard to what is being transformed by autonomy. This year, we want to tell the other half: consumers using autonomous delivery to move goods. This equally powerful change in consumer behavior will lead to an explosive new demand for autonomous delivery vehicles, specialized for different kinds of delivery, as well as new service businesses and new infrastructure.
Global Manufacturing Outlook
Digital technologies create tremendous opportunities for growth and transformation at the manufacturer level, but few have taken full advantage of them. In this 8th edition of the Global Manufacturing Outlook report, our findings from a survey of 300 CEOs and interviews with manufacturing industry executives and KPMG partners show there is no time to waste in building a comprehensive digital transformation strategy. Global manufacturing is being disrupted at its very foundation and industrial demarcation lines are blurring. The fourth industrial revolution is dramatically changing market entry barriers and is expected to lead to the reshaping of many companies - and even entire industries.
Global Automotive Executive Survey 2018
Today, auto execs are surrounded by virtually unlimited white spots. The world has changed and unpredictable development cycles, indefinite touchpoints, incoherent technological roadmaps and corporate cultures are the new normal. It’s time to join forces, refocus on a strong asset-based heritage, wisely conquer new white spots and find out how and where asset-based companies can really compete with non-asset based digital giants who claim the same roles, touchpoints and profit streams.
(January 2018)Download Explore
Global Captive Finance Survey 2017
Automotive captive finance companies have grown considerably in recent years, benefiting from high margins and somewhat manageable risk exposures. However, they face changes in the market environment, technology and regulation: New market entrants are creating a more competitive environment; digitalization and new technology represent both threats and opportunities to existing players; mobility issues need to be properly addressed; recent and prospective regulatory requirements not only impose additional compliance costs but also require firms to take a more strategic view of how they identify, measure and control risks.